That’s not the sort of higher-level thinking and debate boards and shareholders now expect of management teams. It certainly won’t deliver a business model or culture robust enough for a volatile, highly networked world.

The process of innovation, of testing and turning ideas into outcomes, has moved from backroom to centre stage.

That has many management teams flummoxed because innovation, at its core, runs counter to business as usual.

It involves a massive culture shift. It’s more work. It’s upheaval. It’s people saying they don’t like things or admitting they’ve failed.

Like any serious strategic endeavour, it needs a well-developed process and adequate funding to produce results.

It requires leaders to communicate a clear, consistent vision, including permission to question, to fail, to seek out the cynics and weirdos.

It demands a leadership team’s alignment and total commitment. It needs constant reinforcement, including the occasional mea culpa.

Without it, as history has shown, any innovation effort will wither and die.